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The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior.

The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22.

Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it.

This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing.

The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The findings reported suggest that management support for fun and co-worker socializing at the office level are negatively and significantly related to turnover but not fun activities.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this study is to examine the role of work engagement (WE) and group cohesion (GC) in the context of fun at workplace (FAW) and its outcomes.

In total, 753 employees of fast food chain restaurants in India have been contacted, and 244 responded back. Exploratory and confirmatory factor analyses have been conducted to assess the reliability and validity of the data. Further, the hypothesized relationships have been tested using structural equation modeling.

The findings of the study revealed that WE mediates the relationship between FAW and intention to leave (ITL). Further, GC moderates the relationship between FAW and WE.

This research has been conducted in fast food chain restaurants only, and the data is cross-sectional in nature.

Organizations should develop a business culture based on fun and enjoyment, which will help in creating a comfortable environment for employees and reduce their ITL.

Society benefits a lot if employees have positive work experiences. FAW will help to reduce the negative spillover of work pressure/stress to the home. Employees will come home with minimum work stress and will contribute positively to their personal and social life.

The present study empirically tested the mediating role of WE between FAW and ITL and moderating role of GC between FAW and WE that helped a lot to understand the relationships in the workplace setting.

Despite previous research indicating that fun in the workplace has favorable outcomes, the effect of fun on turnover has not been definitively determined. The present study analyzed the direct effects on turnover of three dimensions of fun: fun activities, coworker socializing and manager support for fun, and the moderating influence of managed fun (e.g. whether fun is perceived as contrived).

Logistic regression was used to analyze the fun in the workplace-turnover relationship with a sample of 491 hourly associates from 141 stores of a US national retailer. Data on the fun were obtained through surveys that were paired with turnover data collected six months afterward from corporate records.

Fun activities were only found to be associated with a lower turnover when employees perceived fun as less managed. When employees perceived fun as more managed, fun activities had no effect on turnover. Coworker socializing was associated with a lower turnover when fun was perceived as less managed and higher turnover when fun was perceived as more managed.

As the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results.

Given the challenge of turnover and the increasing prevalence of efforts to promote fun in the workplace, organizations should allow fun activities to be less managed (and thus more organic) to help reduce turnover.

While previous research has addressed managed/less managed fun in qualitative research, the present study represents the first investigation to examine this aspect of fun in the workplace from a quantitative perspective and to examine its relationship with employee turnover.

Many organizational efforts to improve co-worker relationships entail inducing employees to bring their “whole selves” into the workplace, which for employees often means disclosing personal experiences at work. Several psychological theories suggest that increased self-disclosure will lead to better relationships in organizational work groups. However, this chapter considers the factors impacting self-disclosure in demographically diverse settings. We posit that although self-disclosure has led to closer relationships in past research, it may not increase cohesion for employees in demographically diverse work groups, or those who are demographically dissimilar from the majority of their co-workers.

The purpose of this paper is to explore how highly skilled migrants to Australia integrate into the workplace, focussing on the factors that foster or hinder that integration.

An inductive method using an interpretive methodological approach was employed. In-depth interview data were analysed thematically.

Informal workplace practices, such as informal peer mentoring and having an “empathetic” supervisor, also assisted with integration, as did migrant self-help strategies. Factors hindering integration included structural barriers outside the organisation and workplace factors such as racism, cultural barriers and individual factors that centred on the migrants themselves.

While the exploratory qualitative enquiry sheds light on issues of concern regarding workplace integration of skilled migrants, further studies with diverse migrant groups would be required to understand if the findings could be replicated. An industry or sector-wise migrant study would shed more light on the issues.

Fostering and hindering factors identified through the lens of four workplace integration theories can inform workplace integration strategies and related policy formulation.

Informed by four theories of integration, the findings shed light on the everyday workplace experiences of linguistically competent, self-initiated, highly skilled migrants from diverse ethnic/cultural backgrounds in Australian workplaces in a range of industries. While previous research has identified problems experienced by migrants at work, this paper explores factors fostering and hindering workplace integration through the lens of the lived experiences of skilled migrant workers.

A culture of health within an organization offers benefits such as managing healthcare costs and supporting employees in becoming and staying healthy. This study aims to identify successful organization's strategies utilized to socialize employees into a culture of health.

In-depth interviews were conducted with 19 representatives from organizations recognized for their success in creating a culture of health. Grounded theory analysis of collected data was used to identify themes related to the goals of this study.

New employees are socialized into the culture of health during the recruitment process, at new employee orientation and throughout the early employment period. Existing employees are also continually socialized using a variety of on-going communication strategies. This process is consistent with Jablin's organizational assimilation model, and this study offers the opportunity to use this model to help understand organizational health.

Organizations desiring to create a culture of health can support this culture by incorporating socialization strategies into the recruitment, hiring and new employee on-boarding process.

Though strategies have been shown to be helpful in socializing new employees into organizations, limited research has explored the relationship between socialization and a culture of health. Results from this study offer insight into how organizations that have been recognized for their success in creating a culture of health socialize new and existing employees to create and maintain a culture that supports health and well-being. Also, this study applies socialization theories to health within the workplace, offering new insights both theoretically and practically.

The aim of this article is to empirically investigate the effect of co-worker support on communities of practice with a sequential mediating effect of concern for team members and preference for teamwork.

The data of 216 were gathered from respondents employed as full-time personnel in public and private sector organizations in India using a survey questionnaire. Confirmatory factor analysis, structured equation modelling and regression analysis were applied to test the formulated hypothesis. Hayes PROCESS macro model was also used to estimate the indirect effects with bootstrap resamples.

The study's findings revealed the mediating effect of concern for team members and preference for teamwork on the relationship between co-worker support and communities of practice in a sequential manner. The total and direct consequence of co-worker support on communities of practice was also substantial.

This article offers an understanding of the process through which co-worker support is related to communities of practice. This study is the first of its type, basically in the Indian context to the best of the authors’ knowledge.

The purpose of this study is to examine the relationship of fun in the workplace with unwanted sexual attention.

Data was gathered from the responses of three Qualtrix business panels of working individuals in the USA to online surveys. Multiple regression is used to analyze these responses.

The results suggest that fun activities had the greatest impact on unwanted sexual attention while management support for fun was related to fewer instances. Obligatory attendance and holding the events on nights and weekends lead to greater unwanted sexual attention while involving non-employees is associated with less.

Therefore, organizations should foster a climate which encourages employees to have fun on the job and be vigilant at events to prevent sexual harassment. Unwanted sexual attention can be reduced by involving non-employees, making attendance voluntary and avoiding holding activities at nighttime and weekends.

This paper has an original approach in identifying contributing factors to unwanted sexual attention.

The paper is based on the presumption that sustainable organisational performance cannot be achieved without continuous organisational development as well as continuous development of the employees. The paper is of the opinion that, in a company or any other organisation, creating the conditions for knowledge development is of utmost importance. These conditions should enhance innovation processes fostered by employees. The paper aims to investigate this premise.

The basic idea for the research in the paper arose from the findings that proved that organisational structures do substantially facilitate creativity processes. The main part of the paper focuses on researching team cohesion and obtaining information on interpersonal relationships as a starting‐point for new knowledge to emerge.

The main finding of the qualitative case study, conducted on 172 employees of a certain manufacturing company, are that interpersonal relationships in smaller groups of people are of better quality than those in larger groups.

As a consequence of research on the company involved in the case study, suggestions in terms of improving knowledge management were made and concrete measures were taken.